This booklet reviews considerations of internationalizing higher education through the experiences of faculty including obstacles and incentives to such changes. In the face of pressures to internationalize higher education that began after the World War II and continue to grow, administrators searching for effective vehicles to meet the challenge must recognize faculty as a major instrument for internationalization. The needs for institutional incentives for faculty involvement is fundamental to successful internationalization. A recent study of institutional support for Fulbright grantees found that policies and procedures for leave and fringe benefits at many institutions inhibit rather than encourage faculty international involvements. Obstacles to international involvement include: termination of fringe benefits during foreign assignments, restrictions on the co-mingling of sabbatical pay with external funding; expecting a faculty member to use a hard-earned sabbatical year to work abroad under potentially difficult conditions; and loss of merit pay or tenure/promotion evaluations. In general faculty are more likely to participate if they receive recognition and support. Administrative policies that aid involvement can include official statements and policies proclaiming a commitment to faculty involvement; establishment of performance expectations for such projects; flexible leave policies; public recognition; and other types of encouragement. (Contains four references.) (JB)

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